Trésorier/Treasurer magazine - N°98 - July/Aug/Sep 2017 - 8

LE MAGAZINE DU TRESORIER / TREASURER MAGAZINE

N°98

- JULY /

AUG / SEP 2017

INTERVIEW
WITH SUE DEAN

Manager Director,
Head of EMEA Treasury Services
J.P. Morgan
Sue Dean, is Managing Director and Head of J.P. Morgan's
Treasury Services (TS) business in Europe, the Middle East
and Africa (EMEA). Sue joined J.P. Morgan in 1986 and has
since held numerous senior positions within Treasury Services and the Investor Services businesses across the firm.

data that goes with it, has never been greater. Cloud based
solutions and APIs, for example, are bringing new management tools to the treasurer that can help improve efficiency
and better understand their risks.
There is great opportunity for treasurers to re-think their
models in the light of these two forces and contribute more
than ever before to the wider business strategy.

In 2012, she was named Regional Product Head for Transaction Services and was responsible for the maintenance, profitability and development of Multi-Currency Payment and Cash - How should we build a treasury department in the new banking
environment?
Management Services provided to Corporate, Public Sector
Flexibility
is key. Treasurers need to re-engineer their treaand Non-Bank Financial Institutions. In 2015, Sue became Head
sury structures to one that is malleable enough to respond as
of TS Sales for EMEA, a role she held until she was recently
regulation and technology developments and the changing
appointed as Head of TS for the region in September 2016.
- No one could contest that the treasury function has evolved
significantly over the last years, after the GFC and with post crisis
regulations. How do you see the corporate treasurer's role in
such a moving environment?
Two main forces are driving significant changes in the treasurer's role. Firstly regulation, in particular Basel 3 but also
a myriad of other changes including PSD2 and Money Market
reforms, are changing the relationship that Treasurers have
with their banks as a spotlight is thrown onto the issue of
what is and what isn't operating cash forcing Treasurers to
re-think their liquidity management to ensure that cash is
best put to work.
Secondly, technology is evolving rapidly, particularly in
the payments space. Driven by consumer expectation for
immediacy, faster payments are becoming more common
and the opportunity to get better visibility over cash, and the

banking landscape continues to challenge traditional
treasury models.

Treasurers should view this as a tremendous opportunity,
rather than a burden, and start by thinking about how to
support the organisation's growth strategy. For example,
treasurers can work with sales and operations to mine the
rich seams of data that can be found through digital channels
and cards. By taking advantage of new technologies and
digitising processes (for example abandoning cheques)
treasurers can build a operation that streamlines liquidity
and account structures allowing them to mobilize and deploy
liquidity faster, maximise self funding , maximise yields on
surplus cash and rationalise currency positions. Leveraging
global messaging standards like ISO20022 XML also becomes
important.

Trésorier/Treasurer magazine - N°98 - July/Aug/Sep 2017

Table of Contents for the Digital Edition of Trésorier/Treasurer magazine - N°98 - July/Aug/Sep 2017